5th - iata - home · dan schulman, ceo paypal, 2016 s. ies 32 ies how is the travel industry...

th

17 – 20 September 2018 Madrid Marriott Auditorium Hotel & Conference Center

5World Financial Symposium

Payment journey, consumer habits and

loyalty, is there a correlation and

can it be influenced?

Thomas HelldorffGlobal Enterprise eCommerce, VP Airlines & Travel, Worldpay

Thomas Helldorff,

VP of Airlines & Travel, Worldpay

Payment journey, consumer habits &

loyalty – is there a correlation, and can it

be influenced?

The world’s

leading acquirerProcess 40+ billion

transactions a year

Travel and airline

payment specialists

A bit about Worldpay

How do people

pay on mobile?

What causes friction

in their payment

experience?

What could make the

mobile payment

journey better?

FAQs

We did some research…

16,000 smartphone users

10 countries

U K U S A C H I N A J A P A N B R A Z I L

R U S S I A S . K O R E A A U S T R A L I A I N D I A G E R M A N Y

How does your average mobile shopper pay on mobile?

O N E

Did you know...

In 2017 - 84% of people told us they

would book a flight on a smartphone

In 2014 - 5% of people told us they

booked flights on a smartphone

20

14

20

17

A P P A P P A P P

A P P A P P A P P

A P P A P P

People have just 8 apps that take payments on their phone…

only 2 are travel apps…

How do you become one of these?

A P P A P P A P P

A P P A P P A P P

A P P Y O U R A P P

3 Retail

3 Digital Content

Why do people download apps?

50%

34%

29%

T R A V E L D I S C O U N T S

A C C E S S T O T H E I R T R A V E L B O O K I N G

L O Y A LT Y P O I N T S

B E C A U S E I C A N S A V E M Y D E T A I LS 22%

How do you get me to downloadyour app?

33%U S A

35%

51%

57%

28%

60%

30%

40%

16%

28%

S O U T HK O R E A

B R A Z I L

C H I N A

G E R M A N Y

I N D I A

R U S S I A

J A P A N

A U S T R A L I A -

U K

“I would pay more for an item if the payment experience is better”

What is causing friction in the mobile

payment journey?

T W O

Here are the steps he goes through before becoming your customer

P A Y N O W

App download Homepage Product page Confirmation Support

H AD T O ENT ER T OO M UCH I NFORMATION

24%

22%

21%

P AY M ENT M ET H OD W ASN’T AV AILABLE

The top 3 reasons why

people don’t complete a

booking

CONCER NED T H E AP P W AS N’T S ECURE

24%That’s a quarter of mobile purchases lost in the past year because companies aren’t offering the right payment types

Payment methods in China

https://www.emarketer.com/Report/Global-Proximity-Mobile-Payment-Users-eMarketers-Estimates-20162021/2002187

https://urldefense.proofpoint.com/v2/url?u=https-3A__www.emarketer.com_Report_Global-2DProximity-2DMobile-2DPayment-2DUsers-2DeMarketers-2DEstimates-2D20162021_2002187&d=DwMF-g&c=VQ9hgUuwpNx5qjiyTmR6qQ&r=OpIOAGPHBQF4vv9U4j9SL6i6_67K0_ctjTkpZkQkVAU&m=5vxWQYwbFWTtJTCiUaXXq1TJDy6bPDR33bV-D8IlFyM&s=f4gnRVzhZgFgY4l10BAfwswxJL9QLF_hEpzL18DrImc&e=

And 16% told us they expect to see payment types at the beginning of the shopping process

16%

22% of people didn’t finish their mobile purchase because they had to enter too much information every time they shopped

“Grrrr”

21% of people were concerned that the website/app wasn’t secure

21%O F P E O P L E

How can you improve your mobile

payment journey?

T H R E E

In 2014, people were reluctant to save payment details.

Now… 70% of people expect to save their payment details using a user profile!

And it’s a top reason to download to app in the first place

50% of people would be happy to provide biometric data to make a payment

Make your payment page slick the first time, and seamless the next

Confirm your paymentof $549

Reassure them that their money is in safe hands.

40% of people would be more likely to make a payment if the payment page had a lock symbol on it

40%O P P E O P L E

“A lock symbol has me hooked!”

Payment is a key strategic component and a competitive differentiator

T W O

Good payment

experience

1

Loyalty & willingness

to spend more

2

More revenue

3

Find out morewww.mobilepaymentjourney.worldpay.com

Costs & opportunities in airline payments

Jeremy DyballHead of Merchant Services, Sales - Amadeus

Payments trends: Opportunities and Challenges for AirlinesJeremy DyballHead of Sales and Growth (Merchant Solutions), Payments

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DiDi Chuxing(ride sharing)

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The most valuable venture-backed privately-held company in the world

$68 bn $56 bn $ 46 bn

Uber(ride sharing)

Xaomi(mobile phones)

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34%

Value in USD of total mobile Payments in China in 2017

Of people in Swedenhave not used cash in the past month

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49%Mobile money transactions in Kenya reached 48.76% of total GDP in 2017

204 billionValue in USD of total mobile Payments in United States in 2017

6%Cash in circulation as a % of GDP in S.Korea

2%% of Australians whopaid for their holiday in cash in 2016 (downfrom 25% in 2007)

“We are going to see more change in the financial services industry in the next three to five years than we have seen in the last 30”Dan Schulman, CEO Paypal, 2016

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How is the travel industry keeping up?

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So we asked PYMNTS to conduct a study for us

78 respondents

01

PYMNTS.com Representative

• Responsible forpayments

• Telephone

• Online survey

• Leading news site for payments industry

• Team economists, analytics experts, and journalists

• All sizes: Revenue from $15m to $1bn

• Key Travel sectors: Airlines, Hotels, Travel agencies

• Worldwide

Key Findings

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Complexity and cost are biggest payment pain points

5%

14%

40%

41%

Too many people required to support

Very hard for customers to pay howthey want

The overall cost of the systems

Managing all aspects of payments frommultiple providers

Top Payment Pain Points

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Payments is a significant cost to the travel industry

74.5bn

USD6%

7%

5%

Hotels

Travel agencies

Airlines

Total acceptance cost (incl. all parts of the payment chain)

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Elements Included in Payments Cost

83,3%

75,6%

59,0%

56,4%

44,9%

Provider costs

Direct acquiring costs

Incremental employee costs

Capital spending

Indirect costs

Travel companies expect payment innovation to drive profitabilityAirlines are slightly more optimistic than other travel companies

44%

56%

0%

36%

57%

8%

Will significantly increase profitability

Will somewhat increase profitability

Will somewhat decrease profitability

Innovated payment products impact on travel providers profitability (next 3 years)

Rest Airlines

Key reasons to innovate in payments

47%

63%

69%

83%

91%

Competitors' innovation

Internal operational stress

Employees suggestions

Loss of customers

Customers' suggestions

Very or Extremely important reasons for investing in new payments technologies

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Security and complexity have been preventing travel companies from innovating

22%

33%

33%

11%

56%

78%

100%

89%

Number of people involved

Time required to complete innovation

Technology readiness

Insufficient business case

Complexity of existing payment systems

Fraud risk

Card data security

Consumer data security

Very or extremely important things that inhibit successful innovation

Source: PYMNTS.com

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Are we at a tipping point in

payment innovation ?

15%Attempted new payments innovations in the past 3 years

81%Plan new innovation projects in the next 3 years

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Gain a holistic view of payments infrastructure:

• Technology

• Organisation

Ensure you have access to payments experience

Prioritise innovations which:

• Reduce complexity

• Reduce direct or indirect cost

• Improve customer experience

42

What advice does Amadeus have for airlines looking to innovate in payments?

Travel companies must continue to invest in improving their payment infrastructure to

maintain a competitive edge

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Thank you!

www.amadeus.com/payments-research

Jeremy [email protected]

http://www.amadeus.com/payments-research

Evolution of Payment

in an NDC environment

Olivier HoursHead of NDC, IATA

World Financial Symposium 2018

Panelists:Javier Orejas, Head of Banking Management EMEA and Americas, IATA

Sebastian Rojas, Global Senior Market Manager, SWIFT gpi

SWIFT gpi -

the transformation of cross-border payments is happening


Corporate challenges with cross-border payments

Uncertainty PredictabilityInconsistencies

Exceptions and investigations

TraceabilityAutomation Incomplete

Where is my payment?

Remittance information Deductions


Instructing bank Intermediary bankOrdering

Customer

MT 103 MT 103

Beneficiary

Customer

Beneficiary bank

Where is my payment?

? ?


Impact on the daily business of an international company

Incomplete or missing remittance information


Accessible by

any corporate

Accessible by

any bank

Reaching

any bank

SWIFTgpi

Core transaction

banksSLA rulebook

1Faster paymentsSame day use of funds*

TraceableEnd-to-end payment tracking & payment confirmation

2

3Transparent feesDeducts and FX

4Full remittance dataUnaltered reconciliation info


SWIFT gpi: secure, faster, traceable & transparent

1 Faster paymentsSame day use of funds*

TraceableEnd-to-end payment tracking2 3

Transparent feesDeducts and FX

4Full remittance dataUnaltered reconciliation info

Your company

Beneficiary

gpi

Intermediary bank

Beneficiary’s bank

Your bank

SWIFTgpiRulebook $

a1700db1-90b2-4948-83d8-6309c5c34a3d


Live

67 banks


Unparalleled growth in adoption, traffic and corridors

Over 50% of SWIFT gpi payments are credited to end beneficiaries within 30 minutes

More than 100 billion USD

World Financial Symposium 2018 64

100,00 EUR

100,00 EUR

And it is real..


How to get started with SWIFT gpi?

*If your bank is not gpi yet, contact us at [email protected]


Interchange Capping….The only Cost Driver?

Adnan BeigHead of Payment, Emirates

Schemes have moved away from Interchange “Airline programs” which means the cost of credit card transaction is on

increase

Scheme changes

• MasterCard MBS program for commercial cards

• MasterCard cross border assessment

• Visa airline rate abolition

EU regulations – Interchange capping – BREXIT???

Distribution and usage of premium cards is on the rise which is more expensive for merchants

Usage of corporate virtual cards is on the rise (e.g., VANs) and being backed by schemes

Global MSF Trends

Controllable UnControllable

• Interchange

rates

• Market Mix

• Card Mix

• ‘0’ Risk Reject

• Customer Stickiness

Index

• Fine tuning settlements

• Multiple Acquirer strategy

• Co-branding

Commitments

• Dual Fraud

Mitigation tool

• Safer, Faster &

cost effective

payment

solutions

Differentiate versus

Baseline Your Strategy

Accept that

market

conditions

are

changing

rapidly

Embrace the

change

rather

oppose

Balanced Payment StrategyAcceptance

Accepting a payment at the first go is

half done.

Losing a customer is expensive.

Business Partnering (BP)

RiskLeverage on risk appetite… opens windows to do

more business.

Minimum fraud with high sales is good than zero

fraud with no sales.

Minimal Manual Review (MMR)

CostA true cost can’t be reduced but can be

optimized.

Think globally, act locally

Utilize opportunities to pass on charge

(surcharge, B2B cards)

Cost based selection (technical know how)

CustomersGauge to measure customer stickiness index

Eradicate inconvenience at booking, airport

Personalised payment experience

Break Internal Silos

All internal

systems should

be capable of

collecting

appropriate

payment data

LOCAL AND INTERNATIONAL

ACQUIRERS

LOCAL PAYMENT

METHODS &

CURRENCIES

PAYMENT

TERMINALS

BANKS

FRAUD

OPTIMISATION

DATA &

ANALYTICS

REPORTING &

RECONCILIATION

USER

EXPERIENCE

Think Locally

Payments aren’t a

one-size-fits-all

operation.

¥

$

£

€


Avoid “Dump Yard” and Accept your Risk

Fraud cuts into profits and creates a poor customer

experience when managed inadequately.

On average, merchants lose 1.5% of their annual

revenue to fraud attacks.

Fraud prevention is a also a source of huge loss:

in 2017 merchants turned down $2 billion of

legitimate sales.

The moment you

understand the actual

reasons behind your

declines, you can start

to address them.

Know the Unknown

51 BUILT-IN LOCALES /

CUSTOM LOOK & FEEL+ TEXT /

MIMIC ME CAPABILTY

PCI SAQ-A /

CUSTOM

SUBDOMAIN /

FULLY RESPONSIVE /

CONVERSION TESTED &

OPTIMIZED

SINGLE CLICK PAYMENTS / AUTO

NUMERIC KEYBOARD

A/B TESTING POSSIBILITIES /

CUSTOM DATA CAPABILITIES

Optimize the Payment Experience

Leaving on a jet plane -

The trade in fraudulently obtained airline

tickets

Alice HutchingsSenior Research Associate at the Computer Laboratory,

University of Cambridge

https://prezi.com/view/b1s62mLeD7uwTINoSdMv/

Presenter is using Prezi instead of Powerpoint. Please refer to this link:

https://prezi.com/view/b1s62mLeD7uwTINoSdMv/


Q & A with a Former Fraudster

Elliott Castro Independent Fraud Troubleshooter


Former fraudster turned scamming troubleshooter Elliot Castro invites you to join

him for an insight into the murky world of fraud, utilizing personal anecdote followed

by an open and honest Q&A to bridge the gap between the good guys and the bad

guys.

His experiences on both sides of the fence have helped many companies solve

their fraud issues. Some of his clients have included Barclays, UBS, Scotland Yard,

to name a few. Prepare for an interesting and insightful presentation!

Highlights from the Global Fraud

Prevention Event

Anca DolocanPortfolio Manager, Card and Fraud Services, IATA

~200 delegates54 Airlines

14 TA/ OTAs

Airports

Card Schemes

Police authorities

IATA Strategic

Partners

Service Providers

Frequent Flier Programs (FFP) Fraud

Prevention: Standards Governance

Group updates

Victoria BanyManager, Frequent Flyer and Internet Investigations, United

IATA Frequent Flyer Programs (FFP) Fraud Prevention

Standards Governance Group

Vikki Bany

Manager, Frequent Flyer & Web Investigations

Chairperson, IATA FFP FP Standards Governance Group

United Airlines

History of FFP Fraud Prevention Workshop & Advisory Forum

Started in 2013 by Etihad: 3 airlines Based on increase of fraud activity

Dedicated to reducing Frequent Flyer Programs (FFP) fraud

Discuss cases, fraudsters, systems

In 2017, the first IATA Advisory Forum: 27 airlines, 1 Alliance, 1 IATA SP Jointly define Best Practices for 4 FFP areas:

Enrollments

Accruals

Redemptions

Data Protection/Cyber Security

2018 FFP Fraud Prevention Workshop – hosted by

34 Airlines, 2 Alliances, 2 IATA Strategic Partners

IATA FFP Fraud Prevention Standards Governance Group

(under Pay–Account Standards Board)

15 members

Goals:

Issue a comprehensive FFP Fraud Prevention Best Practices Guide

Validate the Guide as IATA Recommended Practice (RP) for fraud prevention

Ensure further yearly updates and enhancements to guide

Support the yearly validation process of the IATA RP Guide by the IATA PSC

Group Chair Group Vice-Chair

Progress

July – October 2018

Work together towards referencing as IATA Recommended Practice the FFP FP Best Practices Guide:

- Lobbying

- Writing

August 10th

PSC first Agenda submission =>

FFP BP Guide first draft:

- Table of Content100% defined

- Content of the BPGuide 50% ready

September 10th

PSC final Agenda submission =>

FFP BP Guide final draft ready, validated by all FFP FP Group Members and PAB Members

October 23rd

PSC Meeting in Rome =>

Reference FFP BP Guide as IATA Recommended Practice (2/3 positive votes from PSC Acc. Reps.)

FFP Fraud Prevention IATA Standards Group2018 Timelines

What’s next and how can you help:

Immediate Next Steps:

Communicate: ask who the PSC/ PAB Representatives are for your airline and define one

contact if needed

Increase awareness: contact the PSC/PAB Representative and explain the work of the FFP

FP Group

Actively Support the FFP BP Guide validation as IATA Recommended Practice during the

Oct 2018 PSC meeting

Next steps after PSC validation results:

FFP FP Group Members will continue to update the FP BP Guide based on industry trends

FFP FP Group Members will support the re-validation process of any changes related to the

IATA RP Guide for FFP Fraud Prevention

Thank You

Card Fraud Prevention: Standards

Governance Group updates

Joao FriasHead of Fraud Prevention and Payment Solutions, TAP Air Portugal

IATA Cards Fraud Prevention Standards Group

João Frias

Head of Fraud Prevention & Payment Solutions

at TAP Air Portugal

Chairperson, IATA Cards FP Standards Group



Background

The group is effective from 14 May 2018

To participate in the group, organizations must be IATA

Members, and participants must commit in writing their

willingness to be Members or participate as Observers

Organizations eligible for participation as Observers, may only

access materials relevant to the meeting topics they have

attended by invitation only.



Group Chair Group Vice-Chair

Members



Goals

Issue a comprehensive * Cards Fraud Prevention Best

Practices (BP) Guide –> work done on 11 existing Memos

Reference the BP Guide as IATA Recommended Practice

* Introduction, Glossary of Terms, Table of Content, Editors Bio and Photo, etc.

2018



Goals

Ensure yearly updates and enhancements to the BP Guide

Ensure regularly future updates and enhancements are done on

time for yearly publishing

2019 onwards



Work methodology



Work content

The document should be a written as a

guideline where any airline can find

useful information about current Best

Practices in fraud prevention area.

The document should not reflect the

specific position of an airline but contain

neutral and general practices that other

airlines can apply in the area of fraud

prevention.

Guidelines for content re-working

POSITIVE AND NEGATIVE

LISTS

CARD SECURITY

CODES

MANUAL REVIEW

MULTI MERCHANT

DATA

FRAUD SCORING MODELS

ADDRESS VERIFICATION SYSTEM (AVS)

CHARGEBACK MANAGEMENT

PURCHASE DEVICE

TRACKING

CARD SCHEMES

VERIFICATION SERVICES

3D SECUREVERIFICATION WITH ISSUER



Work content *

SCREENING

• NEGATIVE AND POSITIVE LISTS

• FRAUD SCORING MODELS

• PURCHASE DEVICE TRACKING

• 3D SECURE

PAYMENT

• CARD SECURITY CODES

• ADDRESS VERIFICATION SYSTEM (AVS)

• CARD SCHEMES VERIFICATION SERVICES

REVIEWING

• MANUAL REVIEW

• VERIFICATION WITH ISSUER

ACCOUNTING

• MULTI MERCHANT DATA

• CHARGEBACK MANAGEMENT

* The different fraud topics were organized based on the different phases of the strategy used in processing a transaction.



2018 timelines

Next steps and the future

Deal with matters concerning the annual validation and the update of a set of CNP Fraud Prevention Best Practices, including the associated business requirements.

Review and endorse proposals to create or amend standards governing these processes. Ensure that proposals align with existing standards and requirements, and are documented with a corresponding change to Implementation Guidance where applicable.

Annually review and endorse proposals to amend on Card Fraud Prevention Recommended Best

Practices

Liaise with other process owning groups under any Conference, and advisory groups under Industry Committees including FinCom and PMWG as required.

Maintain a work plan and report regularly to Pay-Account Standards Board.

Thank You

Airlines and Payment Strategy

Amine BoulaghmenHead of IATA Settlement Services Product Portfolio, IATA


User ExperiencePersonalized

Offering

Distributi

onDistribution

Airlines are becoming Retailers and have focused their Strategy on…

…to attract more Consumers and increase their Business Opportunities.

© IATA


Online

Mobile App

Social Media

Travel Agents

with NDC

Departure

In-Flight

ArrivalCheck-inShopping

Online

Mobile App

Common Use Equipment?

Check-In Counter?

Gate?

In-Flight Screen?

In-Flight App?

Mobile App?

Counter?

How about the rest of the Passenger Journey…

© IATA


Departure

In-Flight


Manage 3rd Party Services

Predict Customer Behavior

Protect Customer DataMaintain Interaction with Customer

Compliance & Regulations Manage Disturbance

Dynamic Offering through the journey

Airlines are investing more in solutions to…

How about Sales Conversion Rate? %

© IATA


Departure

In-Flight


As a retailer, accepting new payment methods and increasing the payment method diversity through the Passenger Journey…

... will improve user experience and

capture new business opportunities

© IATA


Departure

In-Flight


However, Payment remains one the main challenges …

Platforms

Omni-ChannelsCosts

AcquirersAcceptance Stakeholders

Integration

Speed to Market

PCI-DSS

Compliance

Gateway

Regulation

Reconciliation

Fraud

Revenue Integrity

UX Mobile

BIRisk

Performance

SLA

Currencies

ARC Agency Sales

BSP Agency Sales

© IATA

© IATA 2017

IFG Single Global Connection

CORPORATES

PASSENGERS

TRAVEL AGENTS

BSP

AFOP

PSP

3RDPARTY

SERVICE

ARC

Cost Efficient

Streamline

Omni-Channel

NDC

All business models

Simplification

Optimization In Control

Seamless

ACQUIRERS

Multiple Complex Connections

CORPORATES

PASSENGERS

TRAVEL AGENTS

AFOP

PSP

3RDPARTY

SERVICE

ACQUIRERS

Access to more FOPs

Consolidation

All Sales Channels

© IATA 2017

To support the airlines, IATA has developed IFG to address the

payment challenges…

…and provide, through a Single Payment Platform, the capability to Control

and Optimize their Payment Strategy through a wider range of Partners.

© IATA 2017

Departure

In-Flight


Provide, through a Single Payment Platform, a Seamless

Payment Experience trough all the Passenger Journey.

Fraud prevention at Group Level:

efforts, complexities, successes

and challenges

Christelle BreninPayment Fraud Manager, Lufthansa Group

lufthansagroup.com

Payment Fraud Prevention at Lufthansa Group Level

September, 2018 Madrid WFS Brenin Christelle , Payment Fraud Manager

Agenda

Lufthansa at a Glance

Fragmentation of payment fraud

Multiple ToDos to achieve harmonization

Where are we now ?

Outstanding challenges

And how about addressing it more broadly

September 2018 Madrid WFS Payment fraud management at group level

Page 133

Lufthansa Group (LHG) at a glance

- Financials (Turnover, EBIT)

- Employee

- Fleet

- Destinations

- 3 Hubs

- Passengers

- Outlook : fleet

- Organization in Matrix


Page 134

Agenda




Where are we now ?




Page 135



Page 136

ORGANISATION IT TOOLS COVERAGE KEY INDICATORS

Agenda




Where are we now ?




Page 137



Page 138

Agenda




Where are we now ?




Page 139

Where are we now ?


Page 140

- Lower write offs (LX example)

- Common reporting and KPIs

- Common data base of fraudsters

- Common Policies (subject to system constraints)

- Airlines reps belong also to matrix organisation

- Clearer roles, responsibilities and cycles of reporting and

meeting

- Common and faster detection of frauds’ new trends

- Other group airlines wish to join the harmonized set up

Agenda




Where are we now ?




Page 141



Page 142

Fraud tool

Harmonization of

Payment security

?

Matrix

OrganisationLegal gaps ?

Attrition & Quality

of LGBS center

Cost, Benefit and

Budget for captive

shared services

Agenda




Where are we now ?




Page 143

And how about addressing it more broadly ?


Page 144

?

lufthansagroup.com

Thank You for Your Attention!

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